Governance

Governance (409)
Governance arrangements (12)
Governance culture (14)
Governance landscape (4)
Governance of nanotechnology (16)
Multilevel governance (13)
Participatory governance (13)
Reflexive governance (11)

Synopsis: Governance: Governance:

Apart from foresight methodologies, his main research interests are in the governance of research and innovation systems, in the transformation of large socio-technical systems towards sustainability

this means that ERA NETS must operate in the presence of a multitude of governance cultures. These and yet other complexities are amplified by the many administrative options that can be pursued in the implementation of shared research agendas, ranging from the relatively weak coordination of national 3 http://cordis. europa. eu/coordination/era net

Thus, coordination efforts may be enacted best within various multi-actor governance structures where transparent and accountable intermediary interfaces enhance learning processes and new collaboration activities 13.

governance, Technikfolgenabschätzung Theorie und Praxis 12 (2)( 2003) 11 20.13 S. Kuhlmann, J. Edler, Scenarios of technology and innovation policies in Europe:

investigating future governance, Technol. Forecast. Soc. Change 70 (2003) 619 637.14 J. S. Metcalfe, Technology systems and technology policy in an evolutionary framework, Camb.

The New approach, confirmed by the recent ideas on European governance, requires the standards to be considered which complement or even substitute governmental regulations in comprehensive regulatory impact assessments

514 K. Blind/Technological forecasting & Social Change 75 (2008) 496 516 5 European commission, European Governance:

Change 71 (1 2)( 2004) 161 185.23 G. Spinardi, R. Williams, The Governance Challenges of Breakthrough Science and Technology, in:

New Modes of Governance. Developing an Integrated Policy Approach to Science, Technology, Risk and the Environment, Ashgate, Aldershot, 2005, pp. 45 66.24 S. K. Kassicieh, S. T. Walsh

His current Phd research focuses on challenges for governance and management relating to the dynamics of emerging nanotechnologies,

where studies of expectations and paths are combined with strategy articulation tools to provide strategic intelligence for reflexive governance and management of Emerging s&t.

a further higher reference level is offered by the trend towards participatory governance. This has increased in importance in the past few years,

These two‘pillars',the‘knowledge society'and‘participatory governance',can become the common framework in which to assess

such as the evolution of knowledge societies and participatory governance systems, and the lower level sets of goals that have to be attained

and factors affecting the development of these societies are intertwined with those influencing the development of participatory governance systems:

what is promoted by a‘knowledge society'is required to enhance participatory governance and vice versa, while foresight impacts seem to relate to both sets of developments.

which policy-making deals with uncertainty and lack of knowledge by promoting more participatory governance. Foresight also encourages the emergence of the new types of affiliations

and institutions and communication between them) Governance and policy-making culture (including levels of commitment) Sociocultural factors in relation to public participation and the perceived utility and eventual impacts of foresight exercises The nature of innovation processes and the‘innovation system'in

whether networks are a new form of governance coordination, lying somewhere between markets and hierarchies 19 21.

As regards governance, the degree to which government and regulatory contexts promote networking is another success factor.

and factors affecting the development of these societies are intertwined with those influencing the development of participatory governance systems:

K. Guy/Technological forecasting & Social Change 75 (2008) 539 557‘knowledge society'are required also to enhance participatory governance and vice versa,

A first attempt was made to study the specificities of the areas relating to networking and actor alignment, mainly based on organisational behaviour and governance theories.

The self-enforcing circle of knowledge society characteristics, foresight impacts and participatory governance, Paper presented at the 9th ICTPI conference, Santorini, June 18 21 2006.2 K. Cuhls,

institutional logics and change in transboundary spaces, Governance: An International Journal of Policy, Administration, and Institutions 16 (4)( 2003) 503 526.21 G. F. Thompson, Between Hierarchies and Markets:

Multilevel governance 1. Introduction The first universities emerged as responses to the need to harness the expanding intellectual forces of the era to the increasingly demanding knowledge requirements of the surrounding society

funding and governance models of their higher education organisations, as well as their efficiency (whatever metrics is used). When a particular or an‘abstract'university is taken as a unit of analysis,

etc. 8 Several ERA visions have been devised by putting governance issues into the centre, see e g. 18 20 the ones developed in this paper follow a different logic. 9 The term‘universities'is used as shorthand for all sorts of higher education organisations. 10 The first attempt to do so can be found in a previous

6. Further proliferation of the already existing diversity of governance and management models, and more pronounced professionalisation of university management.

There is already a wide variety of governance models (different ways and weights of involving stakeholders:

The diversity of governance and management models, therefore, is likely to further proliferate, even inside the group of similar universities,

i e. across governance levels; and along the time dimension, too, i e. short-,medium-and long-term policies also need to be harmonised 48.

Thus, the issues of multilevel governance should be analysed, and hence the need for a set of structured futures, representing the various levels of governance.

Further, the diversity of universities can also be taken into account, provided that the appropriate‘ideal types'of universities are identified

Policy 30 (6)( 2001) 891 903.20 S. Kuhlmann, Future governance of innovation policy in Europe three scenarios, Res.

Policy 30 (3)( 2001) 509 532.36 B. Kehm, Governance and Strategy, Presentation at a Workshop on Driving forces and Challenges for the European University, Brussels, March 23 24 2006.37

a research project exploring potential co-evolutions of nanotechnology and governance arrangements. This involved the inclusion of pre-engagement analysis of potential co-evolutions in the form of scenarios into interactive workshop activities, with the aim of enabling multi-stakeholder anticipation of the complexities of co-evolution.

governance of converging new technologies integrated from the nanoscale, Paper Presented at the Portland International Conference on Management of Engineering and Technology, Portland, 2007.2 A. De Haan, K. Mulder, Sustainable air transport:

These economic, ecological, social and governance objectives were elaborated in more detail and specified for the region.

Andreas Klinke is a group leader for governance of infrastructures at Cirus at Eawag and a lecturer at The swiss Federal Institute of technology Zurich.

for example, provided by the European foresight monitoring Network1 or the Foresight and Governance Project of the Woodrow wilson Center,

This diversity requires sound governance of scenario planning, as different formats might be necessary to conform to diverging information needs and context conditions.

when the governance conditions for scenario planning are developed not rightfully. The struggle of balancing requests for open-minded

Paper prepared at the invitation of the Woodrow wilson International Center for Scholars Foresight and Governance Project, 2002.34 L. Fuerth, Strategic Myopia, the Case for Forward Engagement, The National Interest, Spring

and effectiveness of governance Realising societal benefits Credibility and trust for good governance and openness to public scrutiny of risks and expectations Protection of fundamental rights in the absence of the precautionary principle through unavoidable situations.

and develop appropriate governance strategies for nanotechnologies need to consider both thewide spectrumof nanotechnology research and development lines,

the governance landscape surrounding nanotechnology and the application areas it will affect, and how these may co-evolve with each other.

and around the notion of Responsible Research and Innovation of nanotechnologies as an opportunity to develop support tools for exploring potential co-evolutions of nanotechnology and governance arrangements.

There is a call for anticipatory governance 1 often phrased as the need for responsible development of nanotechnology or responsible innovation in nanotechnology,

Only then can effective strategies be developed to shape the emerging nanotechnology governance arrangement. Such an emerging reconfiguration of actor relations, their roles and responsibilities is particularly striking in nanotechnology in the diverse activities in

governance of new and emerging nanotechnologies has become a highly visible debate, disagreements on efficacy of current governance arrangements proliferate,

new alliances have been (or are in the process of being formed to shape possible new configurations of roles and responsibilities in the development of nanotechnology.

what sort of stabilised governance structure would emerge or would be desirable: what processes would lead to stabilisation,

with the aim of bringing together actual and potential players involved in nanotechnology governance to share perspectives,

explore possibilities and draw out some recommendations to guide both the Nanotechnology R&d network (Frontiers) who initiated the project as others exploring potential governance approaches.

These provided input into a daylong multistakeeholde interactive workshop where the complex interactions of potential governance arrangements

and workshops on the nano governance issue. 9 For example the nanoelectronics industry coordination efforts described in 34 which would lie in the coordinating bodies box of the IC+diagram.

1228 D. K. R. Robinson/Technological forecasting & Social Change 76 (2009) 1222-1239 Fig. 3. Evolution of governance, 2000 2008.1229 D. K

This learning links up with the complexity of evolving (governance and other) environments. Working with such scenarios in strategy articulation workshops is a means of testing the scenarios

We can see the importance of new actors in the shaping of emerging governance patterns and industry structure, of NGOS such as the ETC-Group,

and governance of nanotechnology research and in the mobilisation of funding, indicates emerging alignment between societal concerns & allocation of resources.

which focuses on evolving governance mixes. The other two scenarios focused on engagement and actor strategies,

especially in this workshop due to the focus on governance. What mechanisms should be modulated or augmented? Can we include forms of anticipatory actions

The accident with the Finnish worker opens up nano governance once again and a number of lines of R&d grind to a halt pending further investigation.

and are agreed to Coordination of governance stemming from technology promoters see Fig. 1..Government instigated voluntary reporting,

and large investments are made leading to positive gains A governance option of no standards: there is a tension,

flag their level responsibility by highlighting the following of codes as a sign of good governance Tension:

but some damage all the same) Selectors attempt at modulating governance arrangements: the narrative shifts into the perspective of NGOS and Trade unions.

This is in part due to the governance arrangements being centred firmly on industry consortia Tension: Del Stark (ENTA) in a meeting in Brussels 37 pointed out that trade secrets in manufacturing would be a problem for voluntary reporting of use

increasing complexity of governance of platform technologies. This highlights another issue of where to locate responsibility for nanotechnology in applications,

& Social Change 76 (2009) 1222-1239 aimed at temporary governance of developments are expected to reduce pressure on regulators so not supplanting regulation but inhibiting it all the same (regardless of good intentions).

and various incidents cause concerns, the governance arrangements become questioned and regulatory concerns begin to emerge in many countries as calls for further investigation Lock in becomes more visible as selectors wish to coordinate action:

but find no clear inroads into the governance arrangements a lock in which is difficult to open up without major investment of resources..

Further diagnostics reveal nanoparticulate aggregation directly linked with the Finnish paper mill (specificity of tailored nanoparticles enables the identification of source of particle) Trigger creating window of opportunity for repositioning and realignment of nanotechnology governance:

and previous (technology promoter dominated) governance arrangements collapse..5. 4. Total recall By 2014 Nanotech employs approximately 2. 3 million workers globally.

like how governance arrangements affect cowboy firms (and other organizations) versus good firms. This scenario worked well in terms of showing interactions

So the scenarios provide a grip on complexity through actors pro-actively shaping chains and governance,

it will lead to anticipatory governance. Acknowledgements This project was conducted within the framework of the Frontiers network of excellence and the Nanoned programme (www. nanoned. nl.

References 1 D. Barben, E. Fisher, C. Selin, D. Guston, Anticipatory governance of nanotechnology: foresight, engagement, and integration, The Handbook of Science and Technology studies, 2007.2 H. te Kulve, A. Rip, Engagement Requires Investment in Pre-engagement:

Manag. 7 (4)( 1995) 417 431.13 A. Rip, A co-evolutionary approach to reflexive governance and its ironies, in:

Reflexive governance for Sustainable development, Edward Elgar Publishing, 2008.14 J. J. Deuten, A. Rip, J. Jelsma, Societal embedment and product creation management, Technol.

Springer, 2009.36 M. Kearnes, A. Rip, The Emerging Governance landscape of Nanotechnology, in S. Gammel, A. Lösch, A. Nordmann (eds.

Akademische Verlagsanstalt, 2009.37 Mayer Brown, Minutes of Debate on Governance Initiatives for the European Nanotechnology Community in the Public and Private Sectors European commission, Brussels, December 5th 2007.38 Investing

and policy and governance impacts with discussions and demonstrations at the regional and corporate levels.

new approaches to governance; and (5) FTA in security and sustainability. Downloaded by University of Bucharest at 05:08 03 december 2014

To manage national research programmes is a highly important part of science governance and research management in general.

and give suggestions about the work of the Energy Authority in the governance of energy research.

His areas of work are systems of innovation and governance of research and innovation in the fields of eco-innovation and energy innovation.

as well as to improving its governance. Downloaded by University of Bucharest at 05:09 03 december 2014 Foresight for science

The Review report (see OECD 2007) suggested a number of needed reforms in the system of public sector research governance

Overall, the successful conduct of the Foresight exercise and its implementation, together with all the other ongoing structural changes, indicate a growing maturity of the Luxembourg STI environment, particularly around public governance.

As such bodies tend to perform important governance functions they can be considered to be part of the organisation. 5. The following groupings were used:

Already in these cycle models, policy learning is seen as an essential ingredient of political governance.

This is also reflected in the EC's White paper on Governance (EC 2001) which stresses five principles of good governance:

participation, accountability, openness, effectiveness, coherence. 2. 2. Foresight in support of policy strategy formation The aforementioned shift in conceiving of policy-making processes is reflected in the evolving practices of foresight.

transparent and open participatory governance processes Ultimate Influence on (research policy) agendas of actors, both public and private (as revealed, for instance,

These conditions, together with the pronounced consensus-orientation in policy making, provide the governance context in which the foresight

or as an even more radical change a less hierarchical governance approach in general, an approach that rewards crosscutting and horizontal initiatives.

and whether a more open, network-type governance culture can be established within local government itself, as well as between local government and other research and innovation actors. 5. 3. Ultimate, long-term impacts Integrating suitable new actors in the community dealing with research and innovation is one of the key long-term impacts expected from foresight exercises.

and explicitly left some of the more controversial long-term issues out (e g. issues of political governance).

if this is seen as a first step only towards establishing a more strategic and open governance culture. 6. Conclusions The innovation policy foresight

European governance: a White paper. Brussels: European commission. Edquist, C. ed. 1997. Systems of innovations: technologies, institutions and organizations.

Governance of innovation systems, Vol. 1: Synthesis report. Paris: OECD. PREST. 2006. Evaluation of the United kingdom foresight programme.

In Reflexive governance for sustainable development ed. J.-P. Voß, D. Bauknecht and R. Kemp. Cheltenham: Edward Elgar.

http://www. tandfonline. com/loi/ctas20 Foresight and governance: how good can it get? The case of stakeholder image construction in a municipal vision project Stefanie Jenssen a a Centre for technology, innovation and culture (TIK), University of Oslo, Norway Published online:

Stefanie Jenssen (2009) Foresight and governance: how good can it get? The case of stakeholder image construction in a municipal vision project, Technology analysis & Strategic management, 21:8, 971-986, DOI:

8 november 2009,971 986 Foresight and governance: how good can it get? The case of stakeholder image construction in a municipal vision project Stefanie Jenssen*Centre for technology, innovation and culture (TIK), University of Oslo, Norway The article addresses the theme of foresight and equality in the area of stakeholder participation

in governance. Empirically, the case at hand illustrates the challenges posed by stakeholder participation based on the concept of‘Inclusive foresight'.

The article contributes to discussions of inclusive foresight by showing how stakeholder image construction poses questions of power relationships in municipal long term governance.

In regard to foresight Downloaded by University of Bucharest at 05:10 03 december 2014 Foresight and governance: how good can it get?

as a form of governance (Wynne 2002; Grunwald 2004; Cunliffe 2005; Konrad and Voß 2006) in designing foresight processes and adaptive planning (Grin, Felix, and Bos 2004;

Therefore we need a broader understanding of reflexivity Downloaded by University of Bucharest at 05:10 03 december 2014 Foresight and governance:

The process of the visioning project was defined also as being guided by Downloaded by University of Bucharest at 05:10 03 december 2014 Foresight and governance:

The municipal project leader ordered the ideas collected from the Downloaded by University of Bucharest at 05:10 03 december 2014 Foresight and governance:

Downloaded by University of Bucharest at 05:10 03 december 2014 Foresight and governance: how good can it get?

This case illustrates thus not only challenges of inclusive foresight taken up by Loveridge and Street (2005) but also much wider problems regarding good governance

The challenge of foresight methods and participatory processes for governance, however, is the prevailing clear distinction between areas of governance,

as steering and decision-shaping and of politics as decision-making (Johnston 2002). Foresight as well as governance is seen often as consisting of networking

and process-oriented elements of governing rather than its antagonistic, power-related ones. 24 Literaatur on governance seldom questions this distinction,

premising that governance itself does not include power-relations, but helps identifying power structures related to government (Stoker 1998).

However, since foresight methods and practices are always part of an organisational setting, local, sectorial, regional or otherwise,

This paper is a contribution to the discussion about the relationship between foresight and the democratic challenges of good governance and long-term planning.

‘Most OECD member Downloaded by University of Bucharest at 05:10 03 december 2014 Foresight and governance:

The notions of active citizenship and community involvement have become increasingly promineen in political discussions and policy practices within planning and future oriented governance (Stukas and Dunlap 2002;

According to The United nations Economic and Social Commission for Asia and the Pacific (UNESCAP 2009) good governance has eight major characteristics.

According tovoß and Kemp (2006,4) reflexive governance‘refers to the problem of shaping societal development in the light of the reflexivity of steering strategies the phenomenon that thinking

If foresight is meant to enable governance in the sense of‘steering'rather than‘governing'then power-related aspects of foresight have to be addressed more specifically

governance, transparency and biotechnology. Health, Risk and Society 4: 259 72. Brown, N, . and M. Michael. 2003.

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community actors, institutions and multilevel governance in regional foresight exercises. Futures 3: 45 65. Giddens, A. 1991.

reflexive governance in the transformation of utility systems. In Reflexive governance for sustainable development, ed. J-P. Voß, D. Bauknecht and R. Kemp, 162 88.

Cheltenham: Edward Elgar. Lash, S. 2003. Reflexivity as non-linearity. Theory, Culture & Society 20, no. 2: 49 57.

Public participation and the art of governance. Environment and Planning B: Planning and Design 28, no. 2: 219 41.

Governance as theory: five propositions. International Social science Journal 50, no. 155: 17 28. Stukas, A a,

What is good governance? United nations. http://www. unescap. org/pdd/prs/Projectactivities/Ongoing/gg/governance. asp (accessed September 2009.

Van Lente, H. 1993. Promising technology: the dynamics of expectations in technological developments. Phd diss. University of Twente.

Sustainability and reflexive governance. In Reflexive governance for sustainable development, ed. J-P. Voß, D. Bauknecht and R. Kemp, 3 30.

Cheltenham: Edward Elgar. Weber, K. M. 2006. Foresight and adaptive planning as complementary elements in anticipatory policy-making:

In Reflexive governance for sustainable development, ed. J-P. Voß, D. Bauknecht, and R. Kemp, 189 221.

so that it can support the quest for new forms of governance. They structure these into three pillars:

& Policy Studies (ST3PS), University of Twente, School of management and Governance, Institute of Innovation and Governance Studies (IGS), Capitool 15, P o box 217,7500 AE Enschede, The netherlands 1

which analysed content driven Knowledge dynamics on the one hand and the development of institutional and governance arrangements on the meso-and macro-level of research (national and post-national) on the other.

7. At the same time the notion of Foresight as a governance tool and policy instrument has been refined. Systems of policy functions have been proposed to enable Foresight design

/Futures 43 (2011) 232 242 233 All these results point to the fact that diverse innovation areas need diverse governance tools

and innovation policy from other policy areas such as social or employment policies where the Open Method of Coordination has been applied earlier on in Europe. 3. 1. Governance arenas in European research

It proposes a functional description of National innovation systems along three interacting arenas of governance: -the arena of strategic orientation of research, borne by the political governmental authorities,

but did not substitute the actors of this latter arena. 3. 2. Foresight objectives in the context of the three governance arenas We choose to focus our analysis on Foresight in connection with policy

All three Foresight objectives have a particular significance in relation to the governance arenas. In other words, Foresights for research policy purposes, can be characterised by their positioning in the governance arenas vs.

Foresight Table 1 Elements characterising the three arenas of governance for R&i in the EU context.

Strategic orientation: EU Parliament European commission Council (Competitiveness Council) institutional triangle Board of the intergovernmental research institutions (CERN, ESA...

i e. their tailoring using the arenas for governance Foresight objectives matrix. 4. Knowledge dynamics in European research and innovation system Policy-making in arenas of strategic orientation,

Table 2 Foresight objectives in relation to the arenas of governance. Arenas of governance Foresight objective Priority-setting Networking Building visions Strategic orientation Macro policy priority setting National/EU level stakeholders networks Overall political

level vision building Programming Programmes scientific priority setting Programmes stakeholders networks Sectoral vision building, context of roadmaps Performing Research institutions strategic processes Research institutions

we explore the implications of field specificities on the Foresight activities taking place in the three governance arenas identified in Section 2. 1. We will present two illustrative cases:

For each domain, we will first characterise the institutional arrangement of the governance arenas and the knowledge configurations,

In fact, we face a multilayered governance and funding system in Europe. There is a need to finance competing research projects

the case of the European union, Journal of European Public policy 3 (3)( 1996) 318 338.22 S. Kuhlmann, Future governance of innovation policy in Europe three scenarios, Research policy 30

(6)( 2001) 953 976.23 R. Kaiser, H. Prange, Managing diversity in a system of multilevel governance:

New approaches to governance Cristiano Cagnin a,,*Denis Loveridge b, Ozcan Saritas b adg Joint research Centre Institute for Prospective Technological Studies, Calle Inca Garcilaso 3, 41092 Seville, Spain

b Manchester Institute of Innovation research, United kingdom 1. Introduction The paper addresses Future-oriented technology analyses (FTA) in the context of the issues that ought to be considered for its application to support the quest for new forms of governance embracing governments, wider

Setting a new landscape for FTA ACTIVITIES around the concept of governance, is the aim of the paper while shedding some light on the issues

which ought to be addressed by the FTA COMMUNITY with the aim of supporting new forms of governance.

If the achievement of equity and governance is the ultimate aims for policy making, then high quality participation,

so that it can support the quest for new forms of governance. The paper has been structured on the discussion of governance around three pillars:

sociocultural evolution, corporate industrial activity and government. Analysis of the relationship between governance and each of the three pillars poses a number of questions to the FTA COMMUNITY that reflect on the potential impacts of FTA ACTIVITIES in governance.

Setting a new landscape for the FTA, the paper concludes with those issues where the FTA COMMUNITY is starting to devote attention,

10.1016/j. futures. 2010.11.006 A short overview of the development of the present situation regarding governance sets the scene for the more detailed analysis of the relationship between governance

The later discussion intends to enable the FTA COMMUNITY to reflect on how FTA ACTIVITIES can support the move towards more democratic societies and the potential impacts of FTA in governance.

The paper concludes with those issues in which the FTA COMMUNITY is starting to devote attention to as well as those it still ought to consider. 2. History Governance is an outcome of the continual battle between risk and regulation.

Governance then proposes and implements regulations in ways that are a political art as much as a science, underlain by the question of equity:

for whom and by who is governance being exercised? However, this question is overlooked frequently and the focus on science

The history of governance is concerned mostly with how the public's perception of technological innovation has grown over time.

It leads towards a notion of an extended role for FTA in a world where new forms of governance are growing from the emergence of the combined phenomena of globalisation

which is threatened through risk, regulation and governance. The relationship between advances in technology and human social development was established during the Enlightenment well before the notion of‘economics'was born as a cultural invention, rather than as a pseudo-objective science.

and others 5 7. The nuclear threat was seed the for the current call for new forms of governance to cope with the regulation of S&t that is now embedded in the combined phenomena of globalisation and glocalisation of business, with effects on every aspect of modern

By the early 1970s, the clamour for governance of S&t resulted in the formation of the PAU in the UK and the OTA in the USA;

New fora for involving the public in the governance of S&t came in many forms from the 1970s onwards,

sociocultural evolution and government interests that are important in the quest for new forms of governance relating to them.

a series of diagrams are used later to illustrate some of the issues that will need to be incorporated into any future mantra of governance and the evolution of S&t.

'3. Governance The shift from‘Government'to‘Governance'and to the new global‘regulatory'state explains the substantial changes in legislation,

regulation and public policy 8. The shift from technocratic decision making towards more democratic processes can be captured in the concept of governance.

Governance and regulatory concepts imply a modified description of what regulation is and how it works, where the regulatory limits of state authority and the potential of society to influence

According to Sheng 9, governance is the process of decision making and the process by which decisions are implemented

Good governance assures 9 that corruption is minimised the views of minorities are taken into account

Sheng 9 claims that there are eight major characteristics to good governance: 1. Participation by both men and women through freedom of association and expression on the one hand and an organised civil society on the other hand. 2. Consensus oriented resulting from an understanding of the historical, cultural and social contexts of a given society and community.

New forms of governance are based on claims for accountability; transparency; participation; and coherence all of which aim at a reorganisation of decision making structures with the objective of reasserting social legitimacy.

Policy documents, such as the European commission's White paper on Governance 10 reflect the need to move beyond formal processes of government and public administration,

Yet, COM 10 claims that governance methods and systems have not been institutionalised on a broad and continuous basis in Europe and elsewhere.

/Futures 43 (2011) 279 291 281 As a counter-argument, Olsen 11 suggests that the process of governance may not always produce a precise and stable policy outcome.

and stakeholder approach has various implications for the relationships between the society, corporate industrial activities and public governance.

The implications of this approach for relationships between the society and public policy explain the shift from the government to governance.

and facilitate policy making taking into account the active involvement of society and the requirements of the new governance systems.

''is the main question this paper raises by describing the new governance landscape which can be represented by a Venn diagram with a triangle at the centre of the three intersecting systems (Fig. 1). 4. Social-cultural evolution The growing need for a better

which promotes partnership as a key element of good governance. According to the government-commissioned State of The english Cities reports 19, there are five different dimensions of social cohesion:

and Development in 1992 23 by representatives of 179 countries) and is at the heart of the quest for new forms of global governance. 5. Corporate industrial activity

Hence, a core issue to CSR is partnership development. 2()TD$FIG Fig. 1. The new governance landscape.

and governance Strategic CSR is about choosing a unique position 29, principles that apply to a firm's relationship to society as readily as to its relationship to its customers and rivals.

/Futures 43 (2011) 279 291 285 Corporate governance is then about strategic CSR, which integrates value chain social impacts and investments in competitive context;

so that the eight criteria of good governance are met: participation and inclusiveness, understanding of all points of view (consensus-oriented), responsiveness which is related to effectiveness and efficiency,

it is clear that novel modes of governance presuppose the transparency and openness of decision making procedures to stakeholders while acknowledging the relevance of knowledge other than science,

socio-cultural evolution and government's interests, creating the need for newforms of governance. There is no doubt that innovations in international relations

in the emergence of new forms of governance as globalisation and glocalisation develop. The‘joker in the pack'is international conflict

) In this entire context, standardisation in regulation is one of the fundamental concepts of governance.

FTA in support of new forms of governance Governance methods and systems have not been institutionalised on a broad and continuous basis possibly

and processes could support a move towards genuine governance and thus a more democratic society.

and process contribute to governance modes that are more responsive to risk society perceptions, values and apprehensions.

what kinds of governance is needed to permit actors external to the innovation processes to become more actively involved in technological development,

Are conventional technocratic modes of regulation yielding to governance modes that are more responsive to risk society perceptions, values and apprehensions?

and process contribute to such governance modes? The conditions for democratic governance of technology and innovation need to be acknowledged

and discussed. Rather than just opening dialogue between science and society solely in terms of environmental or health impacts, there is a need to tackle broader social concerns such as ethical and cultural values, power relations,

Corporate governance codes and shareholder expectations have changed the need for boards of directors to demonstrate effective leadership,

and considerations that are emerging in the landscape of governance due to changes and transformations in society.

and its influence on globalisation, glocalisation and governance, for which there is evidence in recent EU moves towards requirements for 100%recyclability,

and regulations embodied in governance. The move towards a new mantra for FTA is shyly

/Futures 43 (2011) 279 291 288 community's readiness to address global issues and to building governance at a global level.

glocalisation and governance are critical elements. The current paper goes beyond the issues already outlined by Cagnin et al. 43.

What is good governance? United nations Economic and Social Commission for Asia and the Pacific (2008.

10 COM, European Governance: A White paper, Commission of the European communities, 2001.11 J. P. Olsen, Reforming European institutions of governance, Journal of Common market studies 40 (2002) 581 602.12 W. Ulrich, Critical systems

heuristics, in: H. G. Daellenbach, R. L. Flood (Eds. The Informed Student Guide to Management Science, Thomson Learning, London, 2002,,

sustainability, Corporate Governance 7 (2)( 2007) 162 177.32 L. E. Preston, D. P. O'Bannon, The corporate social-financial performance relationship:

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